Join Vinod Kumar as he takes you on the journey of a monopolist, government-owned company that was operating largely with Indian customers transforming into a global company operating in a number of emerging markets.
Below is the edited transcript of the show on CNBC-TV18
Q: It is a little over 10 years since the government divested stake. How much of your current business is derived from businesses that were existing 10 years ago?
A: We are roughly USD 2.5-billion company last year heading towards USD 3 billion in revenues. If we just stayed doing what we did then, our business would look more like a USD 200-million business, because essentially at that time VSNL was the exclusive provider of international voice services into and out of India. That business obviously is still a part of what we do, but a very small part.
Q: How much of this current business has been derived from that, in whatever form? What did you have to do to reinvent yourself?
A: I think the biggest aspect that we leverage is the bilateral relationships with carriers around the world. VSNL essentially collected minutes from Bharat Sanchar Nigam Limited (BSNL) which was the domestic incumbent at that time and sole provider and handed off voice traffic to more than 120 carriers throughout the world.
We still leverage those relationships. Obviously that voice business has been the kernel around which we went and acquired other businesses and built our global voice business which is now truly multi-route and has made us the world's largest voice-provider.
Q: But that would have still been a USD 200-million business.
A: Yes.
Q: How did you transform it into USD 2.5-billion company?
A: The first thing we did then was to build our domestic infrastructure in 2002. VSNL essentially had satellite gateways that took traffic from BSNL and beamed them out globally. But we saw that the data era was coming and therefore we built a domestic network throughout India and then we extended that internationally using many submarine cable extensions to connect India to the rest of the world to combine our satellite capacity with our fiber-based capacity.
Then we acquired companies such as Tyco's cable assets and Teleglobe. These businesses then started increasing our capability, both moving from voice to data services and then eventually from data-services to managed services.
We also diversified our customer segments from pure carrier business to also serving enterprises. We went from being an India-specialist company to a global company. So I would say that while there is a key element of erstwhile VSNL that still exists within the business in some ways, it is also unrecognisable.
Q: Who is your competition within India and outside India?
A: The best way to describe Tata Communication is to look at us as a communication and collaboration solutions provider for large enterprises and for large carriers and telcos around the world. Within that there are many nuances, but in a nutshell that is what we do. I look at the world as three segments that we serve, one is we have the carrier community which is truly global and there we service everyone from AT&T, BT, SingTel and NTT.
Then we service the large global multinationals. So we offer large enterprises connectivity across borders as they expand into emerging markets and get more and more of their revenues from markets outside their home-base. We provide connectivity that keeps all their offices in their global enterprise together.
Q: So in a sense you are competing with some of your own customers?
A: Yes. Then in the Indian market where we provide medium-to-large business turnkey solutions that include voice and data connectivity and some mobile services through our sister company TTSL and there we compete with Airtel, Reliace, Sify, Tulip and others.
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